mar...@snoutfarm.com wrote at 07/25/2013 03:48 PM:
What they actually want to accomplish when they get their
doesn't matter, they just want to get there!
[...] So I agree, in practice, to stop this sort of random growth of
nonsense, it is necessary to have a strong argument against a policy from
the perspective of the health of the organization (no agendas or idealistic
motives allowed!) as well a specific and relevant set of targets for blame,
and to pursue it all at once.
I've been having lots of good conversations about the distinction between "identity" and
"self" on other mailing lists lately. In particular, you are not who you _think_ you
are. This type of internally negotiated truth seems to relate ... or, more likely, I'm just a
muddy thinker.
Internally negotiated truth is not a bug. It's a feature. The trick is that
organizational truth is negotiated slower than individual truth. And societal
truth is even more inertial. In some cases (Manning and the Army, Snowden and
CIA/NSA/BAH), individual's have a higher turnover (material as well as
intellectual and emotional) than organizations, it makes complete sense to me
that a ladder-climber would lose sight of their motivations by the time they
reached the appropriate rung on the ladder. (I think this is very clear in
Obama's climb from community organizer to president.) And, in that context,
the slower organizational turnover should provide a stabilizer for the
individual (and society should provide a stabilizer for the organizations).
The real trick is whether these negotiated truths have an objective ground, something to
which they can be recalibrated if/when the error (distance between their negotiated truth
and the ground) grows too large. I don't know if/how such a "compass" is
related to the health of an organization. But it seems more actionable than health ...
something metrics like financials or social responsibility might be more able to quantify.
--
⇒⇐ glen e. p. ropella
Brainstorm, here I go, Brainstorm, here I go,
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